Helping to build from the ground up an amazing team of teams, that worked together to create a world-beating new cloud product. Specifically:- Fostering high performance in individuals, teams and the wider organisation using a mix of coaching, mentoring, facilitating, teaching, advising and leading. Specifically 4-6 teams and 25-30 team members.- Using every agile method and framework - and more! Frameworks have some utility, but more important was fostering the thinking and behaviours behind them, so we can grow to find a way that worked for us.- Adoption of a Product mindset. Ruthless organisation around the flow of Value, and creation of autonomous yet aligned teams that thoughtfully balanced user, business and technical considerations.- Harnessing the benefits of DevOps; a 5,000 fold increase in Deployment frequency enabling rapid learning and value delivery.-Enterprise agility; leading other departments to realise the benefits with ideas such as value stream mapping and visual work management to support the wider business transformation

I have completed circa 20 years serve in the Army Reserve as a Paratrooper, leaving at the rank of Sergeant. In this time I have led teams in challenging conditions, worked as an instructor, and undertook operational service in Afghanistan on Op Herrick 13 with 2 PARA.

Coaching the lean-agile enterprise; providing thought leadership to champion new ways of thinking and working: the agile mindset, product management techniques and optimising for lean flow with cross-functional teams and Kanban.Business change management and user centred thinking; identifying problem statements and define a service blueprint.Delivering strategic programmes to transform a legacy organisation into a tech-enabled enterprise; managing work of circa ~$3m investment to provide a ~$10m annual benefit

Leading agile delivery teams with hybrid Product Owner/Scrum Master roles on user-centric projects through the product lifecycle; empowering them to be self-organising by using servant leadership to unblock obstacles and resolve conflicts.Developing the product vision, roadmap and backlog. Exploiting techniques such as user-research, LeanUX, design thinking, story mapping and prototyping.Coaching and embedding a range of agile approaches such as Scrum, Kanban, DSDM and XP. Using an Agile lifecycle aligned to GDS/AgileDS/Double Diamond lifecycle. Using retrospectives to drive organisational learning with psychologic safety.Projects included mobile app development with heavy API integration with external parties, development and UX redesign of a cloud SaaS resourcing tool.

As the Process Improvement lead for an CMMI-DEV Maturity Level 3 organisation, I lead the Software Engineering Process Group (SEPG). I was responsible for implementing and managing process in line with the recognised best practices of the CMMI Model, and leading a diverse team of Subject Matter Experts. This also included a drive towards High Maturity, and the pursuit of some CMMI ML4 and CMMI-SVC activities. I also use Lean Six Sigma to implement DMAIC improvement initiatives on ITIL areas like Incident and Problem Management.

I lead the Programme Management Office for a major Account spanning 4 Portfolios, 10 Programmes and 150 Projects across 9 countries. I orchestrate and lead a shared-service Programme Office with 35 staff in 3 countries. I have a passion for Process Improvement, and drive higher PPM maturity by the strategic implementation of activities such as Lean Six Sigma, CMMI and quantitative management techniques. As a Subject Matter Expert, I harvest recognised industry best practices and shape them to be lean and effective for the day-to-day management of Projects and Programmes.

Project Manager for a range of Agile development projects in the financial sector, with a team of up to 22 talented young developers. This spanned the full Agile-development spectrum of activities, including acting as a Scrum Master, Agile Planning & Planning Poker, Backlog grooming, Demos and Retrospectives. Challenges included defining a strong business cases to manage senior management engagement, and implementing effective Agile metrics using Burndown and Velocity reports.

Project Manager for a number software development projects for a major Government Client, encompassing the full end-to-end project lifecycle. This includes significant client management, team leadership and P&L responsibility.

Creating and managing project cost models to forecast project expenditure and resource outlooks for £5m projects with over 100 resources. Using Earned Value Management expertise to analyse project expenditure and expected cost. Producing invoices for claims to the client, and liaising with the client to quickly resolve issues and queries to allow rapid receipt of revenue of a monthly value of around £1m.

Responsible for providing scheduling expertise to a range of Projects up to $50m. Including Project estimating using 3-point and parametric methods. Weekly maintenance of Critical Path to identify and correct Project slippage against baseline.

Responsible for defining and implement a Programme-wide Risk Management Process. This included running risk identification workshops during Project startup, risk impact analysis and risk response planning.

Starting on the graduate scheme, gaining a full exposure to all aspects of Project Management and the software development lifecycle.